• Hospital
  • Independent hospital

SpaMedica Brighton

Overall: Good read more about inspection ratings

Suites A, B, C and D, Pavilion House, King Business Centre, Reeds Lane, Sayers Common, Hassocks, BN6 9LS (0161) 838 0870

Provided and run by:
SpaMedica Ltd

Latest inspection summary

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Background to this inspection

Updated 31 May 2022

SpaMedica Brighton is operated by SpaMedica Ltd. The service opened in March 2021. The service primarily serves the communities of Sussex offering cataract surgery and yttrium-aluminium-garnet laser (YAG) capsulotomy services for NHS patients (YAG capsulotomy is a special laser treatment used to improve your vision after cataract surgery). The service did not treat children.

The service is provided over two floors, the ground and first floor. Clinical services are provided on the ground floor where there is an operating theatre with patient admission, patient ward and patient discharge rooms. The service had several separate rooms used for diagnostic testing, assessment and treatment. On the second floor there was offices and staff rest areas.

The service is registered to provide the following regulated activities:

  • Diagnostic and screening procedures
  • Surgical procedures
  • Treatment of disease, disorder and injury.

The service is managed from a central referral and booking centre based in Bolton, directing patients through choice to various hospitals in the UK. The clinical service is managed by a registered manager and supported by an ophthalmic team which consists of:

  • Ophthalmology consultants
  • Optometrists
  • Registered nurses
  • Patient care co-ordinators
  • Operating Department Practitioners
  • Healthcare technicians
  • Administration staff

Overall inspection


Updated 31 May 2022

We rated it as good because:

The service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service controlled infection risk well. Staff assessed risks to patients, acted on them and kept good care records. They managed medicines well. The service managed safety incidents well and learned lessons from them.

Staff provided good care and treatment, gave patients enough to eat and drink, and gave them pain relief when they needed it. Managers monitored the effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, supported them to make decisions about their care, and had access to good information.

Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers.

The service planned care to meet the needs of local people, took account of patients’ individual needs, and made it easy for people to give feedback. People could access the service when they needed it and did not have to wait too long for treatment.

Leaders ran services well using reliable information systems and supported staff to develop their skills. Staff understood the service’s vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patients and the community to plan and manage services and all staff were committed to improving services continually.


There was not the full range of intraocular (eyeball) lenses available during the operating list and this had not been communicated to the operating surgeon or discussed at the theatre briefing. There was not at least one additional identical intraocular lens in stock. This was not in line with National Institute for Health and Care Excellence guidance. However, since our inspection the quantity of lenses had been increased to match the increase in activity and no harm was caused to any patients.

There were two members of clinical staff who were not bare below the elbows.

The service was not submitting data to The Private Healthcare Information Network (PHIN).

The service did not have an effective process to ensure relevant notifications were submitted to the CQC.